Fronteer Strategy Presentation on Sustainability and Co-creation
Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation - presentation 2011
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Transcript of Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation - presentation 2011
9 WAYSTO GET YOUR TEAM READY FOR
CO-CREATION
FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
A White Paper by Marieke Streefkerk, Fronteer Strategy
Amsterdam, February 2011
9 Ways to get your team ready for co-creation
9 Practical ways to overcome the organisational, social &
psychological barriers to co-creation within your organisation
by giving direction, motivating your team
and leading change
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Who will benefit from reading this?
Managers, CEO’s or employees who know co-creation can
add value and who want to engage in it for the first time.
They don’t know what barriers to expect - organisational,
personal - and how to deal with them or solve them.
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FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
If you want to co-create, be ready to change
Implementation of co-creation results in a change process involving people, operations, policy and culture.
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People who manage to change have three things in common, they...
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Direction
Motivation
Support
CHANGE
CHANGE
...have clear direction(know where to go)
… are highly motivated(genuinely want to go there)
… have a supportive environment(helps you get there)
Intellectual Property
Complex governance
Short-term focus
Rewarding decision structure
Operations
Inertia & fearof unknown
Lack of motivation
Trust &interdependence
Not Invented Here Syndrome
Implementing co-creation can result in various barriers
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Changing Company Culture - from closed to open innovation model
Organisational Barriers
Psychological & Social Barriers
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9 Ways to get your team ready for co-creation...and overcome the various barriers
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CHANGECHANGE
Start with Why
Shrink the Change
Go for direct Result
Cut the Leash
Do it Together
Discover the
Feeling
Set the Scene
Make it a Habit
Get the Board in
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9 Ways model
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Direction
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Start with why
work with the same goal in mind & communicate it.
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FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
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Procter & Gamble
is very clear about their co-creation goal: 50% of all product innovations have to come from ‘outside’ of the company. This supports their higher purpose: they are a co-creating company that values the knowledge of others. By involving others, they can build better solutions.
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Shrink the Change
co-create in small steps and provide balance.
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FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
Achmea
started co-creation in small steps. One project at a time, one department at a time, one client group at a time. This way, the company slowly got used to the new approach. Now, co-creation is seen by many Achmea employees as ‘the way we do things’. These same employees will probably be responsible for spreading it further in the company.
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Ca
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Go for direct result
start the learning process with a tangible & clear challenge.
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FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
KLM
started co-creation on a very specific case, enabling them to search for specific knowledge outside their company. By keeping focused on this challenge, the results were spot-on.
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Motivation
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Cut the leash
be autonomous and show individual value (for the team) -
everybody is part of the change process & solution
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Getronics
stimulated autonomous behaviour by providing budget for all internal team-members of the co-creation project, enabling them to actually implement the results.Receiving this ‘trust’ and ‘carte blanche’ motivated one of the team members to develop his own iPhone application, something Getronics had never done before.
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Do it together
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find shared identity & get to know each other to create trust
Nokia
has many departments worldwide that are working together to come up with solutions in the field of Augmented Reality, creating whole new structures throughout the company.
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FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
Discover the feeling
go outside and bring the outside in.
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FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
Ducati
opened its doors for very loyal consumers (or ‘fans’ as they call it) that they spotted within their online community. These customers became active partners and were involved in the design process of the motorcycles.
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Support
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Set the scene
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new behaviour in a new environment, step away from
business as usual
FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
Lego
organises many co-creation situations. With Lego Mindstorms, Lego empowers fans and employees to co-create both online and offline.
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Make it a habit
incorporate it through the organisation to make it ‘natural’ behaviour.
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Unilever
uses a so called ‘diffusion model’ to spread out their co-creation strategy throughout the organisation.
Get the board in
make sure they support co-creation and free time & budget
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Siemens
makes a strategic move towards customer intimacy, led from ‘above’. The Chairman of the Board believes that more and more solutions will be developed in cooperation with customers.
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Ab van der Touw - Chairman of the Board at Siemens
on change
Chip & Dan Heath, Switch: How to Change Things When Change Is
Hard
Harvard Business Review, 10 Must Reads on Change
on motivation Daniel Pink, Drive: The Surprising Truth About What Motivates Us
on co-creationGabriela Aguirrezabal C., “Development of a Co-creation Strategy
Tool”, November 2009
on trust
Lewicki, Roy J. & Edward C. Tomlinson. "Trust and Trust Building."
Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict
Research Consortium, University of Colorado, Boulder. Posted:
December 2003
Links & interesting reads
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FRONTEERSTRATEGYINNOVATION.CO-CREATION.BRAND DEVELOPMENT.
Marieke [email protected]
Martijn Pater [email protected]